Performance Management and Coaching
Jayendra Rimal
Performance Management
Performance Appraisal uses standardized rating forms
that is used to evaluate various aspects of employee
performance, usually on an annual basis. There is
considerable dissatisfaction among employees and
managers with this system. Often described as poorest
performing, most ineffective and least inefficient human
resource practice.
Performance Management goes beyond the annual
appraisal rating and incorporates issues like employee
goal setting, coaching, rewards and individual
development. Focuses on performance improvement
rather than review.
Organizations may need to connect performance
management and coaching to the goals and strategies of
the organization.
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Performance Management
Some critical aspects of performance management, as per
Tracey Weiss & Franklin Hartle (PM experts):
– Performance management is a core business process: Driven by
top management & linked to strategic planning process
– There is no one-size-fits-all answer: Develop and refine the
approach to PM; assess how it should be designed & managed
– All aspects of performance matter: Most PM systems target the
tangible/hard elements of performance; soft aspects also matter
– Discretionary effort drives success: Distinguish good from
satisfactory & link to rewards; Get discretionary effort
– Effective links with rewards get important messages across: Get
the right balance between non financial & financial incentives
– Ownership of the process is the key: To be developed with line
managers and staff for proper fit between process & practice
– Performance management is about relationships: Its all about
communication & feedback requiring rapport, candor, honesty and
a sense of caring
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Coaching
What are Managers paid for?
o Not for what they do, but what their subordinates do
by managing performance, by ensuring that employees
know specifically what to do, can actually do it, and do
not face hurdles or problems to effective performance.
o Managers and supervisors may need to be “Coaches”
rather than controllers in managing performance.
Coaching provides effective management of employee
performance and can assist in meeting objectives.
Coaching creates a partnership and can be used to
improve poor performance and ensure continued
effective performance.
o The fundamentals of participative management
approach has its base in coaching and is increasingly
used in employee empowerment.
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So, what is coaching?
Coaching
o Performance improvement technique
o Face-to-face discussion between manager & subordinate to stop
undesirable behavior and begin performing desirable behavior
o Mutual conversation that follows a predictable process and leads to
superior performance, commitment to sustained improvement and
positive relationship
o It has also been linked to sports coaches as characteristics like
optimism, strong sense of moral values, honesty, humility, warmth,
self-confidence and trustworthiness should be present in both.
o A broad approach to PM & specific technique to facilitate it
through roles like educating (teaching), sponsoring (mentoring),
counseling (dealing with personal problems) and confronting (facing
up to performance problems)
o A process used to encourage employees to accept responsibility for
their own performance, to enable them to achieve and sustain
superior performance and to treat them as partners in working
towards organization goals and effectiveness. This is done by
coaching analysis and coaching discussion
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Coaching to Improve Performance
Coaching Analysis:
1. Identify the unsatisfactory employee performance
2. Is it worth the time and effort to address?
3. Do the subordinates know their performance is
unsatisfactory?
4. Do subordinates know what is to be done?
5. Are there obstacles beyond the employee’s control?
6. Do the subordinates know how to do & what must be
done?
7. Does a negative consequence follow effective
performance?
8. Does a positive consequence follow non-performance?
9. Could the subordinate do it if he/she wanted to?
10. Can the task or job be modified?
11. What if the problem persists?
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Coaching to Improve Performance
Coaching Discussion
Fournies’ Approach:
a) Get the employee’s agreement that a problem exists
b) Mutually discuss alternative solutions to the
problem
c) Mutually agree on actions to be taken to solve the
problem
d) Follow-up to measure results
e) Recognize any achievement when it occurs
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Superior Performance
Managers must create an environment that acknowledges
employee’s contribution to the organization and
empowers them to move forward. Coaching helps to
encourage and enhance effective performance. The
manager’s support, availability and willingness to work will
create a positive environment where coaching can be
undertaken. Coaching discussion and follow-up with
employee can be done through:
– Be specific, factual, respectful and supportive in presenting
performance issues
– Seek reaction and response to the supervisor’s presentation
– Seek agreement that performance problem exists
– Mutually discuss alternative solutions to the issue
– Mutually agree on goals to be set, actions to be taken and followup
– Follow-up at the agreed upon time and way
– Recognize and reward improvements and achievements
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Skills Necessary for Coaching
o Communication skills:
- Ability to listen and getting them to understand about performance
- Getting the employee to state the performance problem, why it is a
problem, what they are going to do about it. The manager paraphrase
- The ability to be specific and descriptive in communicating
- Communication micro-training: Basic attending skills, feedback, paraphrasing, reflection of feeling, open & closed questions and focusing
- Interpersonal Skills
o Interpersonal Skills
-
Indicating respect
Immediacy
Objectivity
Planning
-
Affirming
Consistency of behavior
Building trust
Demonstrating integrity
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Effectiveness of Coaching
o Employee participation in discussion
o Being supportive
o Using constructive criticism
o Setting performance goals during discussion
o Training and the supervisor’s credibility
o Organizational support
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What’s New?
o Move away from appraisals. Focus on development and
improvement
o Move away from numbers to more qualitative assessment
o Innovate – the process is more important than the
formats
o Emphasize learning & development, empowerment &
growth
o Where you cannot quantify, don’t even attempt
o Where possible, use multi rater feedback system
o Use technology to facilitate learning
o Synergize with other systems
o Use other review mechanisms
o Encourage employees to own the PM, monitor the process
o Follow up on actions taken
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THANK YOU !!!
Jayendra Rimal
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